Three Principles of the Sharing Economy

Three Principles of the Sharing Economy:
Concept developed at Bla.Bla.Car Company

1. Use unused capacity

2. Ownership-less world

3. Growing Trust

Contributing to society and Economy

At Bla.Bla.Car, we believe in three noteworthy principles that drive the sharing economy:

UNUSED VALUE IS WASTED:
After struggling to find a ride, Frederic Mazella developed an idea to create a carpooling service. All the seats on the trains going in his direction were full, but not the ones in the cars (aka unused assets).
The experience motivated him to reorganize wasted capacity in the form of carpooling.

ACCESS TRUMPS OWNERSHIP: LESS CONCERN ABOUT THE OWNERSHIP: OPEN TO SHARE
Today’s generation of consumers are less interested in traditional ownership, favoring renting or borrowing assets that suit their flexible lifestyle. Access also means that we can easily overcome deterrents (like not having a driver’s license or being able to afford expensive train tickets), making us more mobile than ever before.

TRUST: GROWING TRUST AND UNDERSTANDING WITH THE STRANGERS:-
Globalization paved the way to an interconnected world for enterprises and nations. With time, the interconnectivity weaved online social communities with virtual reputations that allow us to more easily collaborate with strangers.

CONTRIBUTE TO SOCIETY AND ECONOMY DIRECTLY:-
You used to share things with your family and your friends. And now, you share things with strangers. In this world, everyone is sharing. We are now empowered to share goods, knowledge, money, skills, network, content, etc., through various platforms. We’ve regained our ability to contribute more directly to society and the economy, but on a global scale. All of these developments give form to the sharing economy that we are living in today.

BLA..BLA..CAR :- Transportation Revolution:- Disrupting the transport industry:- Turned ride-sharing into a multi-billion-Rupees business

BLABLACAR :- Transportation Revolution:- Disrupting the transport industry:- Turned ride-sharing into a multi-billion-Rupees business

******************************************************************************* BLABLACAR is the French online ride-sharing company that pairs people travelling between cities with drivers who have empty seats in their car.
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FOUNDED 2006; 11 years ago
FOUNDERS Frédéric Mazzella
KEY PEOPLE :- Frédéric Mazzella, Francis Nappez, Nicolas Brusson
Headquarters Paris, France
******************************************************************************* BLABLACAR is a smart and popular European app that is now making city-to-city travel in India affordable and comfortable, even last minute.
BlaBlaCar allows you to share city-to-city car journeys with great people
Car owners avoid heavy driving costs by sharing them with co-travellers
Co-travellers make an agreed contribution to driving costs and enjoy last-minute travel in the comfort of a car.
The BlaBlaCar community is safe and secure, and you choose your co-travellers so you know they will be people just like you. There are a number of trust features like mandatory Facebook Connect, and every member profile is authenticated by BlaBlaCar to ensure full names are displayed and only real profile photos are used. A dedicated member support team also monitors activity 24/7 ensuring that the spirit of respectful community membership is always present on the platform.

******************************************************************************* COMPANY DETAILS:-

******************************************************************************* 40 million members
22 countries
12 million travellers per quarter
An estimated INR 2000 crore saved by our car owners every year
An estimated 1,000,000 tons of CO2 saved
Average car occupancy 2.8 people (vs 1.6 average)
Over 30 million app downloads (iPhone and Android)
4 Million Facebook fans (all Facebook pages together)
BlaBlaCar has more than 600 employees and more than 35 million members across 22 countries.
Opening an office in 2009 and hiring its first employee.

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STATISTICS

******************************************************************************* Carpooling, as a concept, comes under the large umbrella of the shared economy, which a recent PwC report estimated at $15 billion globally. This figure is projected to hit $335 billion by 2025.
Collective distance exceeds five billion kilometres.
Service generates total savings of £216 million for drivers every year.
The Indian numbers are astounding: 3 million seats shared across 700 cities, 145 million trip kilometres so far, 5,500 tonnes of CO2 savings.
Company has monetised in only seven of the 22 markets it is present in. (Not Monetised in INDIA , may be by next year it will start)
India:- While over 5 lakh tickets get booked on Indian Railways daily, an estimated 10 lakh people don't get tickets.
India is the 14th country and the only Asian nation to become a member of the International BlaBlaCar community.
In France, the company charges a commission of 11% of the journey price
In January 2015, has already seen one million seats being offered through its platform in the INDIA. expecs to see 5-10 fold growth in the next few years.
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FACTS :-

******************************************************************************* BlaBlaCar a long-distance ride-sharing community.
Conceived in December 2003 by Frédéric Mazzella and founded in 2006.
world’s largest long-distance carpooling community.
Global brand relentlessly spreading the word about the virtues of carpooling.
In Europe, BlaBlaCar is cheaper than trains.
80% of city-to-city travel in Europe is done by car.
IT HAS GROWN TO THE POINT AT WHICH THE PRESIDENT OF SNCF, THE FRENCH NATIONAL RAILWAY, IDENTIFIED IT AS A COMPETITOR LAST YEAR.
The turning point came in 2007 when a series of strikes crippled the French transport system. A well-timed press release to say BlaBlaCar was still open for business attracted huge media attention.
BlaBlaCar carries out checks on the mobile phone numbers, emails and bank accounts of its users and encourages members of the community to rate each other, in turn building trust for frequent members.
At the end of 2012, BlaBlaCar had initially published the “Trustman Study” which was based on surveys and analysis of the behavior of its users.
The users declare their information in a basic way. They give their name, add a photo, and depending on the service, they sometimes add a short bio and preferences (whether or not they are smokers, talkative, if they accept dogs/PET, what music they listen to, etc.)
In India, BlaBlaCar has a slight advantage over the Shatabdi Express; travelling by the train from Bengaluru to Chennai costs Rs 700-800, whereas BlaBlaCar costs Rs 650-700.
BlaBlaCar has tied up with IRCTC, so that those who are waitlisted for a ticket have the option of using BlaBlaCar. It instils confidence in the user as a government body is promoting it.
In 2014 and 2015, BlaBlaCar grew massively. All the news coming out of the company were about new international markets and additional funding rounds. In just a couple of years, the startup acquired smaller competitors and launched a dozen new markets. And it raised around $300 million.
Great Advatage is Last Minute Avilability unlike trains you are in the waiting list for longer period.
India is the first country where BlaBlaCar mandated government IDs from users.
India could become a bigger market than Europe since car-ownership is rising quickly and the country does not have a well-developed public transport system connecting cities.
On the marketing side, the company will be spending a significant amount in tying up with online travel agents to boost its business. It currently partners with IRCTC and Ixigo.
The company charges a fee from co-travellers in few countries like France, the UK, Spain, Italy and Benelux.
Driver/Host person do not have to change their insurance or pay tax on the money they receive from passengers as they are technically not making a profit.
each user's profile includes a "BlaBla" measurement, which indicates how much they are willing to chat during a trip.
For the first time, people were saying things about the service such as "useful, interesting, low-cost, efficient".
"It’s a win-win on the passenger and driver side.
Cancellation rates tumbled from 35 per cent to three per cent. Now that it had become more reliable.

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ACQUISITION :-

******************************************************************************* On April 15 BlaBlaCar announced it was acquiring its biggest competitor Carpooling.com, and the Hungary-based AutoHope, to become Europe's largest ridesharing service.

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BASIS OF EXISTENCE :-

******************************************************************************* Currently, buses and trains are the primary means of city-to-city transport, and both are inefficient.

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COMPETITORS :-

******************************************************************************* In India, similar services exist in the form of RidingO, SmartMumbaikar and ZingHopper.
Ola and TaxiForSure are also expanding their operations to rides between cities.

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HOW IT WORKS :-

******************************************************************************* The startup's economic model is designed for long distances and geared toward motorists looking to fill empty seats during journeys they would have been making anyway. Members must register and create a personal online profile, which includes ratings and reviews by other members, social network verification, and rate of response. "Profiles of members show how much experience they have of the service, meaning those with more – known as "ambassadors" – attract more ride shares and, importantly, each user's profile includes a "BlaBla" measurement, which indicates how much they are willing to chat during a trip".
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INITIAL HESITATION :-

******************************************************************************* "A lot of people said, ‘It’s hitch-hiking. Hitch-hiking is a very small market. founder look at it as a transportation network for distances north of 100 kilometres. When founderlooked at the French market, he looked at how many trips do you have of more than 150 kilometres in France. And that number is 700 million. And a small part of a very big number can actually be a big number. So that was the bet he took."
When it was set up in 2006, founders Nicolas Brusson and Frederic Mazzella found it difficult to persuade customers or investors of the idea.
"People thought we were crazy. At the beginning they would say, 'it's interesting but you're doing hitchhiking online and no-one's going to do that.

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CUSTOMERS:-

******************************************************************************* Most users of this model are young business professionals, small retailers, tech savvy college students, and corporate professionals in the 35-58 age group.
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MARKET SHARE :-

******************************************************************************* City-to-city ride sharing is a huge market, and it does not need any investment as no cars need to be purchased. Ibibo Ryde, Pikup, Pool Circle and Carpool Adda follow this model.

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LADIES ONLY :-

******************************************************************************* Women on BlaBlaCar can now travel with female members only! company has created Ladies Only, to allow members to plan a rideshare where the car owner and all co-travellers are women. It’s a great way for women to feel even safer, and we’ve found that it’s especially appreciated the first time our female members rideshare with the BlaBlaCar community.
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IN INDIA: -

******************************************************************************* India fits the bill perfectly, as it is the world's seventh-largest country by area and the second-most populous country with over 1.2 billion people.
According to BlaBlaCar, India has huge potential for ridesharing not only because if its sheer size but also thanks to its young population, the long distances between its multiple major cities, high Facebook penetration and relatively pricey transport.
Today, more than 2 million people travel together with BlaBlaCar every month, the company says.
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INVESTMENT: -

******************************************************************************* In marketplace businesses, 100 percent foreign investment is permitted.
As of April 2015, the company had raised USD$100 million from blue-chip venture-capital firms including ISAI, Index and Accel, plus earlier rounds of €1.2 million from ISAI and €600,000 from founders, friends, and family. On September 16 2015, BlaBlaCar announced it had raised another US $200 million "primarily from US investors" in a round that valued the company at USD$1.6 billion. The service is accessible via the web, mobile and also via apps for iOS and Android.
In January 2012, $10m (£6m) was raised in a venture round led by Accel Partners.
The company had raised money twice before: €600,000 from the founders themselves along with friends and family in 2009 and €1.2 million the following year from a fund run by the French VC Jean-David Chamboredon.
In summer 2014 it raised $100 million (£60m) from blue-chip venture-capital firms including ISAI, Index and Accel to fuel its growth.
Backed by Accel Partners, Insight Ventures, Index Ventures, Lead Edge Capital, Baring Vostok and ISAI, it operates in 22 countries across Europe, Russia, Turkey, Mexico, Brazil and India. The site and free mobile apps provide a range of features to create a secure, trust-based community and easy connections between drivers and passengers.
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HISTORY: -

******************************************************************************* Frédéric Mazzella was in a fix! He’d committed to go home for Christmas in 2003 but, busy at his job with Kabira Technologies, a transaction-processing platform, he had left his travel plans to the last minute. With the French trains fully booked and only a couple of days to go until the holiday season, he began to fret. He didn’t have a car, so the options for getting from Paris to his family home 420 kilometres south-west of the capital were limited. Eventually, his sister Lucie agreed to make a 150-kilometre detour to pick him up. Heading down the A10, he looked around and realised that most of the cars had no passengers. "I thought, OK, we’ll just put all those cars with empty seats in a search engine so that we can search the available seats in cars just like we search available seats on trains.
For the next few nights, he couldn’t get the idea out of his head. "I remember waking up and saying, ‘It’s not possible, it must exist.’ But then I was like, ‘If this existed, I would know it because I travel so much’," he says. Mazzella knew that if there were such a thing as an online ride-sharing service, it would be massive.
As soon as he returned to Paris he did his research. There were a few random trips listed on sites such as Craigslist, but nothing of the scale and scope that he’d imagined. So he contacted a friend and together they got coding.
Eleven years later, Mazzella, 38, is sitting in a Parisian bistro (well, the bistro-themed café in his company’s impressive new headquarters near Gare Saint-Lazare) talking about the breakout success of his startup BlaBlaCar. *******************************************************************************

AWARDS: -

******************************************************************************* BlaBlaCar has been awarded over 50 prizes and honours since its creation, including most recently a special prize from the Le Figaro for 'Best place to work: fun and performance'" according to INSEAD Business School.

“SHARING ECONOMY” IN INDIA

“SHARING ECONOMY” IN INDIA

******************************************************************************* STASTSTICS:-
******************************************************************************* Globally, the sharing economy is estimated to grow at a CAGR of 139% to reach US$115 billion by 2016 from US$3.5 billion in 2012.
According to ASSOCHAM’s predictions in 2014, the used-goods market would cross the 1,50,000-crore mark in the year 2015 and is seeing a YoY increase of 12percent.
According to a recent report in The Mint, shared rides account for 25 to 30% of overall trips made by Uber and Ola in major cities.
The sharing economy is estimated to grow from $14 billion in 2014 to $335 billion by 2025.
This estimate is based on the rapid growth of Uber and Airbnb as indicative.
Data shows that private vehicles go unused for 95 per cent of their lifetime.
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FACT:-

******************************************************************************* Sharing among human beings has existed since the earliest civilisation.
The sharing economy, or collaborative consumption, is growing rapidly in India.

Definition:-

******************************************************************************* 1. The rise of peer-to-peer platforms commonly referred to as the “Sharing Economy” is broadly based on the concept of renting, borrowing, lending and co-owning of goods, space, time and talent. This collaborative form of consumption leverages efficient utilization of resources. The proliferation of mobile devices, applications, and payment systems has also acted as a major catalyst in fueling the growth of this trend.
2. From sharing content and media online, Internet has now enabled people to share physical things like homes, vehicles, appliances, furniture, etc with each other.
3. The sharing economy is a socio-economic ecosystem built around the sharing of human and physical resources. It includes the shared creation, production, distribution, trade and consumption of goods and services by different people and organizations.
4. The uniting factor for these companies and initiatives is their ability to bring people together, often through an online platform, to share or exchange underutilized assets without large transaction costs.
5. Consumers, on-demand technology platforms and suppliers are critical elements of the sharing economy ecosystem, and their effective interaction leads to increased efficiency aimed at achieving better utilization of resources for all the concerned stakeholders
6. An economic system in which assets or services are shared between private individuals, either free or for a fee, typically by means of the Internet.
7. Access to goods and skills is more important than their ownership. The sharing economy basically relies on its ability to use resources optimally to give best throughput and is seemingly a more efficient, productive and a better system with built-in creation of global communities with neighbourly values.
8. A sharing economy is nothing new - it's simply a modern way of living well together.
9. The sharing economy is “the peer-to-peer based activity of obtaining, giving, or sharing access to good and services”. Alternative names for this phenomenon include gig economy, platform economy, access economy, and collaborative consumption.
Earlier, people owned brand-new cars but are now gradually looking at alternative options of sharing or renting a car only when required.

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Sharing economy activities fall into four broad categories:

1.Recirculation of goods
2.Increased utilization of durable assets
3.Exchange of services
4. Sharing of productive assets

Drivers of Sharing Economy

Jeremiah Owyang, Founder of Crowd Companies, points out the three drivers that are making sharing a transformational movement. These three drivers have created a conducive environment for sharing economy to blossom at its best.
Societal drivers
People are becoming more considerate about the environment and sustainable development and this has led to a greater interest in sharing rather than owning. Millennials are gradually becoming less and less materialistic. There is no taboo associated when a person opts for these new-age options.
Economic drivers
Inflation of prices and recession of economy is also letting people look at alternative options like buying pre-owned goods and/or rented goods. The rate of inflation is at its peak and there is a constant slump in the market, these trends are set to propel the sharing economy further.
Technological drivers
Improved technologies like smartphones, Internet penetration, lean logistics, simple payment systems etc., have also eased peer-to-peer sharing. Most of the hindrance that was present in enabling sharing economy has been successfully tackled with the help of technology. Now is the time when the sharing economy movement can soar high with community effort.
There are three primary forces driving the sharing economy. They are:
Economical — Collaborative consumption makes use of idle inventory, monetising excess capacity and thereby reducing the cost of ownership. It gives customers the financial flexibility they seek by renting/sharing resources rather than owning them.
Environmental — Rapid mobility of people from rural to urban areas has resulted in an increase in the population density of cities. Carpooling, ride sharing concepts are gaining momentum not only due to customers’ desire to escape the ill-effects of congested roads but also as a means to contribute to the reduction of pollutants.
Technological — Mobile devices, applications, social networks, and payment systems have helped in identifying real-time demand for goods and services and has paved a path for frictionless transactions between businesses and customers.

A sharing or collaborative economy is a movement which is rapidly growing and will play a pivotal role in shaping our economy.

Benefits of sharing economy

Customers enjoy numerous benefits from rental, on-demand, subscription and try and buy models at a lower cost and in a convenient manner.
******************************************************************************* Saves money

Saving money is always on our mind. The motive behind saving can be planning a dream vacation, education of your child, retirement fund, or for your new startup. Irrespective of what the motive is, sharing economy will help save you those bucks.
Environment Sustainability: -
Global warming, e-waste, deforestation, pollution, depletion of ozone layer, green house effect and whatnot! We all have heard of these effects and how we human beings are constantly harming our environment. Sharing economy might not be the ultimate answer to all the environmental issues but it sure helps curb them to an extent.

Flexibility in life

You do not have to own it to experience it. The more stuff you own, harder it is to adapt to change. Your life would be filled with behemoth white elephants unless you take it onto yourself to declutter it.
Opportunity of Trial Before Purchase:-
Not sure if a particular model of an appliance is the right one for your home? It would be so much better if you could try it at your place for long enough to take the right decision and not make an impulse purchase.
Social belonging: -
Sharing economy is a rising movement. Throughout the world, communities and companies are adopting and enabling this movement. Join this movement and be a part of this rapidly growing community.

Millennials will shape sharing economy

Many publications and researchers have pointed out how millennials will shape the sharing economy. Millennials display a change in attitude and have displayed a delay in buying behaviour. Considering the fact that more than 65percent of India’s population is under the age of 35, it is safe to say that India is a welcoming place for the sharing economy boom.
Increased sales and business opportunities due to a wider reach in the market.

Consumers: Benefits :-

On-demand services at lower prices, convenience and variety of options.
Technology providers and suppliers:
Better utilization of infrastructure
Easier access to wider customer base
Increased business opportunities for micro-entrepreneurs.
Increased demand for goods and services
Enable suppliers to tap new customer groups who can access their platforms via the internet

Why will it work in India?

The trends that we see internationally also stand true for India.
High Purchasing power:- HUGE Middle Class
When compared to India’s western counterparts, the purchasing power is substantially less.
Youth :-

Millennials will shape sharing economy

Many publications and researchers have pointed out how millennials will shape the sharing economy. Millennials display a change in attitude and have displayed a delay in buying behaviour. Considering the fact that more than 65percent of India’s population is under the age of 35, it is safe to say that India is a welcoming place for the sharing economy boom.
High-population density: - Crowded Cities as a Economic benefit
India has a very high population density of 368 per sq.km,while in the US it is 33 per sq.km. This means that we have 10 times the population density of the US! On the flip side, this means that there are more goods and services available much nearer than in any other country. This helps in enabling hyperlocal services which eases the availability and logistics issues.
Ever Increasing urban population
The trend of sharing is more popular and acceptable among the urban population. It is predicted that by 2025 India will have about 42percent of its population in urban cities

Sharing Economy Examples:-

******************************************************************************* Various industries in India have been disrupted by the sharing economy model. The highest adoption so far has been in logistics, hospitality and food and beverages segment.
Logistics — Uber, Ola and Vroom
Hospitality — Airbnb, OYO rooms
Food and Beverages — Swiggy, Zomato
Uber, the world’s largest taxi company has reported that over the last year, uberPOOL riders in Bengaluru have contributed to 93 million kilometers of shared rides, resulting in savings of approximately 4 lakh litres of fuel and emissions reduction of 10 lakh kilograms of CO2.
BMW has started offering cars on demand and renting their 1 Series electric cars under their DriveNow program.
Flyrobe :- Mr Surana launched online fashion rental service called Flyrobe along with two other co-founders last year. Flyrobe allows customers to hire women’s clothing from brands such as Zara and French Connection, for a fraction of the cost of buying them. Flyrobe purchases the clothes and keeps its own inventory, and rents this out.
The most visible manifestation of this fast growing sector of the economy is the app based shared taxi rides offered by the likes of Ola and Uber in cities across the country.
Smartmumbaikar.com is another company that is offering something different. For a monthly fee, it connects private car owners in Mumbai who drive to work every day with people who want to share a ride with him or her at a pre-determined fee. The whole thing works seamlessly via Whatsapp groups.
Fabrento, Rentickle and Furlenco are companies that allow people to rent furniture and appliances.
The sharing economy has spurred “micro-entrepreneurs” and facilitated the creation of new markets and economic activity where none previously existed.
Enterprising citizens can now generate income by renting assets as varied as furniture, camping equipment and parking spots.
Better resource utilization, social mobility through new jobs, flexibility to operate at one’s convenience and skill development are some of the important benefits

FUTURE GROWTH:-

With internet penetration in India at just 19.2%, there is significant opportunity for the companies in the sharing economy to grow.
Opportunities it presents are substantial, given the demographics, market demand and shift in consumer preferences.
The San Francisco-based Airbnb, valued at more than US$25 billion, allows users to rent out their homes and rooms through its platform. The company has highlighted the importance of India to its global expansion strategy. “India is a top priority for the company,” says Nathan Blecharczyk, a co-founder of Airbnb
“The concept of the sharing economy is still at a nascent stage in India,” & sharing economy will open up a number of interesting possibilities across different economic activities, and change the future of work, production and collaboration.

References

******************************************************************************* https://medium.com/@VroomIndia/sharing-economy-in-india-106a8849d5df http://blogs.nasscom.in/the-rise-of-the-indian-sharing-economy/ https://www.thenational.ae/business/india-s-sharing-economy-paves-way-for-budding-entrepreneurs-1.154386 http://www.liveinstyle.com/black-white/the-rise-of-the-sharing-economy http://www.forbesindia.com/blog/health/sharing-economy-is-this-the-end-of-hyper-consumption/ https://angel.co/india/sharing-economy-4/jobs https://www.quora.com/How-is-India-doing-in-terms-of-Sharing-Economy http://www.thehindubusinessline.com/opinion/problems-with-sharing-economy-in-india/article9553964.ece

TATA SAMPAN - Branded Organized spices product

TATA SAMPAN:- ******************************************************************************* TATA CHEMICALS LTD:- TATA SAMPAN:- TATA HALDI:- Branded Organized spices product

******************************************************************************* TATA CHEMICALS:-
******************************************************************************* Tata Chemicals Limited is a global company and a part of the over $100 billion Tata Group
Activities are devided into following categories
******************************************************************************* Products are devided into following category:-
Industrial chemicals
Food and nutrition
Farm solutions
Science for sustainability

******************************************************************************* INTRODUCTION:- ******************************************************************************* Tata Chemicals is the world’s second largest producer of soda ash with manufacturing facilities in Asia, Europe, Africa and North America. It is the world’s third largest producer of sodium bicarbonate, which has applications that range from food to pharmaceuticals to air pollution control. Today, TCL products are key ingredients for some of the world’s largest manufacturers of glass, detergents and other industrial products.
******************************************************************************* TARGET REVENUE: - TATA Chemicals:
******************************************************************************* Tata Chemicals Ltd, aim to treble revenues from the consumer products business to Rs.5,000 crore in the next four years.
All TATA future products in the consumer products and food segment will be launched under Tata Sampann.
TATA CHEMICALS LTD (TCL) is a parent company for TATA SAMPAN
Punch line:- Goodness ki Shuruwat.
Promotional campaign ‘Goodness Ki Shuruaat’ is aimed at educating consumers about products and the benefits of its offerings.
campaign, ‘Aaj ka masaledar sach’, aims to engage consumers and bring to their attention how important it is to use masalas that have their natural goodness intact for healthy living.
brand ambassador Chef Sanjeev Kapoor
Tata Sampann, is the newly launched brand of Tata Chemicals under its Consumer Products Business.
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TATA HALDI:-

******************************************************************************* Every pouch of Tata Sampann Turmeric Powder has at least 3% of curcumin that offers its rich yellow colour and various ayurvedic properties whereas ordinary haldi powder have only 2 - 2.5% curcumin content.
*******************************************************************************

TATA SAMPAN largely consists of following types of products:-

Dals, our besan, our spices
******************************************************************************* At Tata Sampann spices are, natural pure and authentic for goodness and healthy, balanced life.
Dals are unpolished – retaining their natural goodness and nutritional value.
Spices are wholesome and have their essential oils intact – imparting undiluted aroma and flavour into food.
Besan, made from 100% unpolished chana dal, is low oil-absorbing.
Focus is on natural nutritional benefits.
SPICES sourced from BEST/Most popular place:-
Spiced are sourced from farms where the climate is conducive to cultivating the best spices.
Coriander, for instance, comes from Ramgang in Rajasthan.
Turmeric is from Salem in Tamil Nadu and
Chilli is from Guntur in Andhra Pradesh.

******************************************************************************* Quality Check:-
TATA is another name for Quality and Ethics:-
Tata Sampann products are quality Conscious so company use world-class processing centres with global certifications from BRC, Halal, UKAS, Sedex, Spices Board and FSSAI.
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Distribution of FMCG branded products:

******************************************************************************* Tata Chemicals has been selling pulses since 2010 under the I-Shakti brand that is available at over 70,000 retail outlets. Same network will be used.
Tata Chemicals is expanding its retail footprint to about 2.5 million outlets, from the current 1.43 million.
ITC Ltd products are available at 4.3 million retail outlets, Hindustan Unilever Ltd reaches about 6.3 million outlets and Swiss packaged food company Nestle India Ltd’s total reach is 4.5 million stores.
The spices category aims to leverage Tata Salt’s vast distribution network that caters to 120 million households across the nation.

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MARKET SHARE:

******************************************************************************* The overall food market in India, is estimated at about Rs. 6 trillion crore (Rs 6 lacs 30,000 crore).
The packaged food market was estimated at $20 billion (Rs 1 lacs 36,000 crore) in 2014.
India is the world's largest producer, consumer and exporter of spices; the country produces about 75 of the 109 varieties listed by the International Organization for Standardization (ISO) and accounts for half of the global trading in spices.
Gujarat has been and continues to be the largest spice producing state in India.
Chilly is the largest produced spice in India.
MDH was the dominating player in FY’2015. The major factor for the dominance of MDH is the gigantic distribution network comprising of 1,000 wholesalers and more than 400,000 retailers in India.
India commands a formidable position in the world spice trade with the spice exports expected to touch US$ 3 billion by 2016-17.
Pulses, according to industry estimates, account for over Rs.100 crore of the company’s business.
Tata Chemicals has a strong presence in fertilizers, chemicals, crop-protection chemicals, speciality fertilizers and branded food products and food additives. Its consolidated revenue for fiscal year ended 31 March was Rs.17,202 crore.
The spices market in India is estimated at Rs.40,000 crore. Of this, just about 15% is branded, dominated by brands such as Catch, Everest, MDH and Ramde.
The total export of spices increased 7 per cent to reach US$ 2.4 billion for FY 2014‑15.

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CSR;-

******************************************************************************* Tata Chemicals engages with 150,000 farmers across four states for sourcing pulses.

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Future trend:-

******************************************************************************* The population in India is surging and the increasing consumer expenditure on food explains the swelling demand for food in India. Accordingly, the demand for spices is expected to grow in the future which will lead to a prominent growth in the revenues from the sales of spices in India. The revenues from India market are expected to expand to around USD 18 billion in FY’2020.

SU 30 MKI : Air superiority fighter:- Back Bone of Indian Air Force (IAF): Pride for Every Indian

Key words:- SU 30 MKI, IAF, Indian Air force, Air superiority fighter, Sukhoi,Flanker-H *******************************************************************************

In the word Su 30 MKI
SU Stands for SUKHOI
M Stands for MODERNIZED
K Stands for EXPORT VERSION
I STANDS FOR INDIA

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******************************************************************************* It It is 4.5 generation fighter aircraft AND variant of Sukhoi aircraft.
Designed by Sukhoi Corporation in 1995.
It is better than Chinese Su 30MKK.
2000 transfer of Technology to India and Manufacturing in India under License.
In 2002 SU 30 MKI manufactured in Russia inducted into indian Air force while Indian manufatuded SU 30 MKI inducted into 2004.
230 already inducted in Air force.
It has lot of similarity with SU 35.
It is the only fighter aircraft In the world with worlds fastest cruise missile- Brahmos.
Under Super Sukhoi mission 80 SU 30 MKI will be converted into Super Sukhoi.
Super Sukhoi will be inducted into Airforce by 2020.
The Sukhoi Su-30MKI (NATO reporting name: Flanker-H) is a twinjet multirole air superiority fighter developed by Russia's Sukhoi and built under licence by India's Hindustan Aeronautics Limited (HAL) for the Indian Air Force (IAF). A variant of the Sukhoi Su-30, it is a heavy, all-weather, long-range fighter.
*******************************************************************************

ORIGIN:-

******************************************************************************* The Su-30MKI is derived from the Sukhoi Su-27 and has a fusion of technology from the Su-37 demonstrator and Su-30 program.
More advanced than the Su-30MK and the Chinese Su-30MKK/MK2
*******************************************************************************

GOOD PERFORMANCE:

******************************************************************************* Russia's Defence Ministry was impressed with the type's performance envelope and ordered 30 Su-30SMs, a localised Su-30MKI, for the Russian Air Force
*******************************************************************************

COMPSITION:-

******************************************************************************* State of the art avionics developed by Russia, India and Israel for display, navigation, targeting and electronic warfare.
France and South Africa had also provided other avionics

*******************************************************************************

ORDER

******************************************************************************* 30 November 1996, India signed a US$1.462 billion deal with Sukhoi for 50 Russian-produced Su-30MKIs in five batches.
In October 2000, a Memorandum of Understanding (MoU) was signed for Indian licence-production of 140 Su-30MKIs; in December 2000, a deal was sealed at Russia's Irkutsk aircraft plant for full technology transfer.
In 2007, another order of 40 Su-30MKIs was placed. In 2009, the planned fleet strength was to be 230 aircraft.
In June 2010, it was reported that the Cabinet Committee on Security had cleared the ₹15,000 crore (US$2.3 billion) deal and that the 42 aircraft would be in service by 2018.

*******************************************************************************

INDIGENIZATION OF SU 30 MKI HELP MAKE IN INDIA PROGRAMME :-

******************************************************************************* HAL said indigenisation of the Su-30MKI programme completed in 2010. HAL had achieved 100 per cent indigenisation of the Sukhoi aircraft – from the production of raw materials to the final plane assembly. *******************************************************************************

UP-GRADATION:-

******************************************************************************* On 25 June 2016, HAL conducted the first test flight of a Su-30MKI fitted with a BrahMos-A missile from Nashik, India.
At the 2011 MAKS air-show, Irkut chairman Alexy Fedorov offered an upgrade package with an improved radar, and reduced radar signature to the Indian fleet to make them "Super Sukhois".
India and Russia has signed two key agreements for long-term maintenance and technical support for Russian-made Su-30MKI fighter jets of the Indian Air Force and now details have emerged of the major upgrade planned for the Indian Air Force (IAF) Su-30MKI fleet next by HAL and Russia.
Under Super-30 Upgrade program IAF’s Su-30MKI will be upgraded to Su-35+ standards which will be far superior to the Su-35 currently been operated by Russian and Chinese Airforce.
Super-30 Upgrade program will feature a modernised cockpit, along with an active electronically scanned array (AESA) radar, plus advanced avionics and sensors.
AESA Radar will be Plug and Play based on Open Architecture which means India will be able to integrate Meteor, Astra BVRAAM and other weapons of western origin to make IAF’s Su-30MKI independent from Russian-origin weapons.
The plan is to upgrade the first 80 Su-30MKIs to the level ‘Super Sukhois’ which will have highly advanced radars and weapon systems.
In 2004, India inked a deal with Russia to domestically produce the Novator K-100 missile, designed to shoot down airborne early warning and control (AEW&C) and C4ISTAR aircraft, for the Su-30MKI.
There are plans to integrate the nuclear-capable Nirbhay missile.
India is planning to upgrade its Su-30MKI fighters with Russian Phazotron Zhuk-AE Active electronically scanned array (AESA) radars. The X band radar can track 30 aerial targets in the track-while-scan mode and engage six targets simultaneously in attack mode. with ₹10,920 crore (US$2 billion) and the aircraft are upgraded in phases beginning in 2012.
In February 2017, it was reported that the planes would be upgraded with AL-41F turbofan engines, same as the ones on Sukhoi Su-35.
In August 2017, the Indian government cleared a proposal of Rs. 30,000 crore to equip the planes with new reconnaissance pods.
Serviceability of Sukhois has jumped to 60% now from an alarming 46% earlier.

*******************************************************************************

RANGE OF SU 30 MKI:

******************************************************************************* The Su-30MKI has a range of 3,000 km with internal fuel which ensures a 3.75 hour combat mission.
It has an in-flight refueling (IFR) probe that retracts beside the cockpit during normal operation.
The air refueling system increases the flight duration up to 10 hours with a range of 8,000 km at a cruise height of 11 to 13 km.

*******************************************************************************

AVIONICS:-

******************************************************************************* It is equipped with a modern digital weapons control system as well as anti-jamming features.
N011M has a 400 km search range and a maximum 200 km tracking range, and 60 km in the rear hemisphere.
The radar can track 15 air targets and engage 4 simultaneously.
These targets can even include cruise missiles and motionless helicopters.
The Su-30MKI can function as a mini-AWACS as a director or command post for other aircraft.
The radar can detect ground targets such as tanks at 40–50 km.
The aircraft is fitted with a satellite navigation system (A-737 GPS compatible), which permits it to make flights in all weather, day and night.
*******************************************************************************

PERFORMANCE:-

******************************************************************************* In Cope India 05, the Su-30MKIs reportedly beat the USAF's F-16s
It has also beaten Eurofihter typhoon.

*******************************************************************************

UNITS:-

******************************************************************************* Indian Air Force Su-30MKI
Indian Air Force - 230 in service in February 2017with 272 planned by 2019.
*******************************************************************************

SPECIFICARION:

******************************************************************************* Specifications (Su-30MKI)
MAXIMUM SPEED:
At high altitude: Mach 2 (2,120 km/h; 1,320 mi)
At low altitude: Mach 1.09 (1,350 km/h, 839 mph)
Ferry range: 8,000 km (4,970 mi; 4,320 nmi) with two in-flight refuellings
BrahMos missile under Su-30MKI maquette at MAKS-2009
*******************************************************************************

GENERAL CHARACTERISTICS

******************************************************************************* Crew: 2
Length: 21.935 m (73 ft)
Wingspan: 14.7 m (48 ft 3 in)
Height: 6.36 m (20 ft 10 in)
Wing area: 62 m² (667 ft²)
Empty weight: 18,400 kg[104] (40,565 lb)
Loaded weight: 26,090 kg (57,520 lb) (typical mission weight)
Max. takeoff weight: 38,800 kg (85,600 lb)
Powerplant: 2 × Lyulka AL-31FP turbofans
*******************************************************************************

WHAT NEXT:- FUTURE of SU 30 MKI is :- SUPER SUKHOI

******************************************************************************* AFTER UPGRADING SU 30 MKI TO SUPER SUKHOI, IT WILL HAVE FOLLOWING FEATURES:-
SUPER SUKHOI 30MKI FEATURES
1.Improved Air-frame with 6000 flying hrs same as SU35-S
2.Chassis wheels braking system
3.Upgraded AL-31F production engines with 5th gen capabilities
4.Forward-facing NIIP N011M Bars
5.Fly by wire (FBW) with quadruple redundancy
6.Israeli Elbit SU 967 head-up display along with bi-cubic phase conjugated holographic displays & Seven liquid crystal multi-function displays.
7.Modern digital weapons control system as well as more advanced anti-jamming features.
8.Israeli-made LITENING targeting pod
9.Integration with Bhramhos & Astra
10.AESA Radar
******************************************************************************* With these features , Super Sukhoi 30-MKI will nearly out-par Su35 and will come close to T50 , the 5th gen fighter of Russia .
7 Minutes of Mind Blowing Maneuvering of Sukhoi 30 Every Defence Lover Should Watch https://www.youtube.com/watch?v=cV-AOxMj3Pk

BLUESTONE.COM: - Disrupting the traditional jewelry market (Indian brand)

******************************************************************************* BLUESTONE.COM: - DISRUPTING THE TRADITIONAL JEWELLERY MARKET

*******************************************************************************

Company:- Bluestone Jewellery and Lifestyle Pvt. Ltd
CATEGORY:- Prominent size jewellery Ecommerce B2C website / online buying Ornaments

Head Office: Bangalore
Industry : Online jewellery store
STARTED ON: August 2011
FOUNDER : Gaurav Singh Kushwaha TAG LINE : choice for affordable jewellery with innovative designs with the help of Inter-Net

******************************************************************************* INDUTRY SIZE:-

******************************************************************************* Fine Jwellery Industry market in India $60 billion
Online jewellery market :- $50 million - $100 million.
India is home to about 93 online jewellery start-ups. Out of them, eight have together raised about $107 million from investors.
The domestic gems and jewellery market in India was worth Rs.251,000 crore in 2013 and is expected to cross the Rs.500,000 crore mark by 2018.

******************************************************************************* REVENUE:-

******************************************************************************* FY2015:- 60 Crore
FY2016 :- Rs 250 crore
FY2018:- Rs 1,000 crore
Domestic/ National-95%
International- 5%
Delhi-NCR, Bangalore, Mumbai, Hyderabad and Chennai :- 60% of Revenue
It started in 2012 and had break even in 2014-15
Average selling price of transactions: 20000 Rs.
*******************************************************************************

GROWTH:

******************************************************************************* It Claims to have grown by 150 percent year-on-year.

******************************************************************************* VARIETY IN DESIGNS:-

******************************************************************************* 2011 :- 300 jewellery designs.
2016- 5,000 designs across 14 categories.
******************************************************************************* TARGET POPULATION:

******************************************************************************* Targets the 25-35 age profile of which 95 per cent are women.
******************************************************************************* MOBILE App

******************************************************************************* Traffic deom mobile:- 70%
Revnue:- 40-45%

******************************************************************************* TRANSACTIONS ON NET

******************************************************************************* 5,500-7,000 orders per month
over 4,000 handcrafted designs.
Average ticket size ranges between Rs 22,000-24,000.
Biggest Single order:- Rs 8 lakh.

******************************************************************************* INTRODUCTION:

******************************************************************************* Bluestone.com is an online jewellery store that houses high quality jewellery and accessories with strikingly exquisite designs. With its affordable rates and unique shopping experience.
Bluestone.com sells earrings, pendants, rings, bangles, etc. and has a collection of about 2,000 designs
It started with IDEA like to sell everyday jewellery, which people generally gift one another and which is somewhere between a planned and an impulse purchase.
MARKET POTENTIAL:- 2016:- The size of the Indian jewellery market is about $60 billion.
2020-21 :- USD 100-110 billion.
2016:- 0.5% Online 99.5% Offline
2020:- 2% Online , 98% Offline

******************************************************************************* DISTRIBUTION:

******************************************************************************* Domestic:- National:- 20,000 pin codes.
4 International destinations - The US, the UK, Canada and Australia.
large number of orders from small towns.
30-35 percent of its business comes from beyond top 20 cities of India.
******************************************************************************* OBSTACLES: ******************************************************************************* Jewellery was a tough category with high entry barriers with a clear need gap of established and trusted national players. Traditionally, customers have gone to the established names for ages. The challenge was to change this and introduce a new way of buying jewellery.
The biggest challenge is gaining customers’ trust.
E-commerce sector. With new players emerging almost every day in this segment, the competition is fierce and businesses are forced to innovate and improve constantly.

******************************************************************************* FUTURE SCOPE:

******************************************************************************* The category offers immense scope – it has a high ticket-size, by virtue of its value, and there is a dearth of larger competitors.
We aim to be the leading online jeweller in the next.
Firm wants to expand its international presence.

******************************************************************************* FOCUS:-

******************************************************************************* focus has always been and will be on jewellery first, and then e-commerce.
Today lot of women want to buy jewellery they like rather than what their mothers passed on 30,000 unique designs in the next 2 years.”

******************************************************************************* CITIES:-

******************************************************************************* Our Home Try-on Service kick-started in six cities – Bangalore, Delhi, Mumbai, Chandigarh, Chennai, and Hyderabad.

******************************************************************************* INVESTMENT:-

******************************************************************************* Till date it has fetched $30 million in funding across three rounds from Accel Partners, Kalaari Capital, IvyCap ventures, Meena Ganesh, Samar Capital, Dragoneer, and Ratan Tata.
After making his first investment in Indian eCommerce space through Snapdeal, Ratan Tata has now made his second investment in India eCommerce. Ratan Tata has personally invested undisclosed amount in Indian e-jewellery company BlueStone Jewellery and Lifestyle Pvt. Ltd.
BlueStone has been funded by Saama Capital, Accel Partners and Meena Ganesh.
received Rs 20 crore in funding in August 2011 from venture capital firm Accel Partners and Meena Ganesh, CEO and Managing Director of Pearson Education Services.
$5 million from Accel Partners in Jan 2012 and $10 million in March earlier this year from Kalaari Capital.
Raised Rs 100 crore funding in July 2015, has investors like Accel Partners, IVY Capital, Dragoneer, Kalaari Capital and Saama Capital.

******************************************************************************* UNIQUE FEATURES:

******************************************************************************* We also runs a gold deposit scheme, through which consumers can pay monthly installments.
Sold items are bought back or exchanged by the company at 80 per cent of the day’s market price, under a lifetime exchange policy.
launched International Shipping.
30 Days Moneyback Policy.
Home try-on (out of 150-200 customers a month and conversions as high as 70 per cent.)
Over 4,000 handcrafted designs.
company opened experience/display centres in Bengaluru, Mumbai and Delhi.
Shopping Assistant Tool where you can shop by personality, face shape, etc.
second firm in the world to use 3-D rendering to photograph jewellery pieces to replicate the touch and feel aspect of offline jewellery shopping.
diverse collections catering to all religions, regions, cultures and occasions.
BlueStone used its various social media platforms effectively to increase its brand awareness and engagement.
launch 2 jewellery collections a month and 20 collections a year compared to large offline players that launch 3 collections over 3 years.
The company has its own factory in Mumbai.
Orders:- 7,000 orders in a month and hope to achieve a 50-70% year-on-year growth.
Release 250-300 new designs every month.
Bluestone has about 6,000 designs in close to 20 categories

******************************************************************************* COMPITIION:-

*******************************************************************************

Flipkart Ltd and Amazon India (Amazon Seller Services Pvt. Ltd) have launched jewellery as a category on their online marketplaces.
Bluestone has competition in e-jewellery business from likes of Caratlane.com who have till now raised around USD27 million in 3 rounds. Last year, they received funding to the tune of $15 million from Tiger Global.
Bluestone is expected to have a turnover of around Rs. 60 crore in 2015. In comparison, their competitor Caratlane leads the market which is expected to around Rs. 150 crore.
Unmatched collection of certified jewellery.

ACTIVA:- FROM HONDA:- RECORD BREAKING PERFORMANCE :- LARGEST SOLD 2-WHEELER (INDIA)

*******************************************************************************

ACTIVA FROM HONDA:- RECORD BREAKING PERFORMANCE :- LARGEST SOLD 2-WHEELER (INDIA)

*******************************************************************************

>It was launched in India in 2000.
>Honda Activa Is Officially the Largest Selling 2-Wheeler in India for 2016
>Honda Activa beats Hero Splendor, the highest selling motorcycle in India ever and across the globe in first six months sales figures of 2016. >Splendour had been the top-selling two-wheeler for 17 years.
>Statistical Evidence :- Sales Numbers :- ACTIVA -Dominate the list:-
>Honda sold 13,38,015 units of the Activa from January till June 2016
>Hero sold 12,33,725 units of the Splendor in the same period
>The Honda Activa outsold Splendor during the last fiscal, with sales of 2,759,835 units in FY2017 vs Hero Splendor 25,50,830 units
>Honda Activa had sold 2,466,350 Activa scooters in FY2015-16.
*******************************************************************************

INTRODUCTION:-

*******************************************************************************

An assessment by Nomura :-
In the year 2014-15 Scooter has 35% market share of Two wheeler industry of INDIA and it will increase to 45% by 2019-20
Scooters sold in 2015-16 – 50.3 lacs
Scooters sold in 2016-17 – 60.5lacs
*******************************************************************************

MARKET SHARE:

******************************************************************************* The Activa sales account for almost 15% of the total 2-wheeler industry
*******************************************************************************

SCOOTER OVERTAKING BIKE SALES NO:-

******************************************************************************* first time in 17 long years that this has happened that any single scooter model has sold more than any single Bike model.

*******************************************************************************

PRODUCT LINE EXTENTION:

*******************************************************************************

ACTIVA 109CC (NEW VERSION)

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Launched on 2009-05-08 in Indian market
Power output was bumped up to 8 bhp (6.0 kW)
Combi-brake and key shutter were introduced.
Fuel economy was claimed to be improved by 15%.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

ACTIVA-I :-

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

In June 2013, Honda introduced Activa-i, a sleek and stylish variant of Activa.
Difference being only in the body style.
In India, Honda launched Activa i, a cheaper, lighter and stylish version of Activa.
It was launched in December, 2013.
It is powered by 110 CC engine and weighs 103 kg.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

ACTIVA 125:-

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

In April 2014, Honda launched an upgraded model of Activa with a 125cc engine and rebranded the model as Activa 125.
Currently, both Activa-i and Activa 125 are sold in India.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

FACTS:- FETAURES OF ACTIVA:-

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Activa sales no is more than together all combined total sales of 125cc category motorcycles in India.
Activa usurp the crown from the Hero Splendor to become the bestselling two-wheeler brand in India for 2016-17.
In April, 2014, The Economic Times reported the Honda Activa became the best selling two wheeler in India.
During the month of September 2013, 1,41,996 Honda Activa scooters were sold, nearly equal to Honda's entire annual sales in North America.
On September 22, 2015, Honda announced that they have sold over 10 Lacs Activas in five months in the Indian market, from April to August 2015.
Honda Motorcycles and Scooter India (HMSI) now commands an enviable 59% share of the scooters market way ahead of Hero MotoCorp’s 17% and TVS Motors’ 14 %.
Honda Sold 27.8 Lacs scooters in 2015-16
*******************************************************************************

COMPETITIVE ANALYSIS: (MAJOR COMPETITORS)

*******************************************************************************

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

2nd Position : TVS :- JUPITER

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Jupiter stands as the second largest-selling scooter brand for the last fiscal.
At sales of 6,13,817 units in FY2017,
TVS Jupiter has recorded growth of 14.21 percent YoY.
The TVS Jupiter has sold over a 10 Lacs units within 30 months of its launch.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

3rd position Scooter:- 110cc Hero :- Maestro

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ 110cc Hero :- Maestro is the third largest selling scooter brand in India.
It sold 3,78,347 units in FY2017 as against the sales of 4,98,754 units in FY2016.
Hero :- Maestro has sold 16 lacs units in the domestic market alone.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

4th Position:- Hero Duet

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ The4th Position rank saw three close competitors in the form of 110cc Hero Duet, 125cc Suzuki Access 125 and 110cc Honda Dio. Amongst the three, the Hero Duet, a sober-looking model positioned for the families, bagged the fourth spot.
The company has sold 2,65,223 units -- in FY2017,
Hero Duet’s domestic sales in FY2016 – 1,36,184 units.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

5th Position:- Suzuki’s 125cc Access

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Suzuki’s 125cc Access:-
2017 sales stood at 2,65,181 units
2016 sales was 1,76,128 units of the Access 125
Market Share:- Suzuki’s 125cc Access Market share for 2017 5.01 % versus For 4.38% in 2016.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

6th Position:-HONDA’s 110cc Dio

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ HONDA’s 110cc Dio is India’s sixth largest selling scooter with sales of 2,64,516 in FY2017. It had sold 2,14,112 units in FY2016.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

7th Position:-Yamaha’s 113cc Fascino

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Yamaha’s 113cc Fascino has 7th spot. Fascino, which has sold 213,312 units in FY2017.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

8th Position:- Yamaha’s Ray

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ At eight position we have Yamaha’s Ray, with sales unit of 1,82,028 units in FY2017.
Yamaha has market share of 7.86 % in FY2017 in the domestic scooter segment while it was 6.33 % in FY2016.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

9th Position:- 100cc Pleasure

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Hero MotoCorp’s 100cc Pleasure, a scooter model targeted at female riders. The Hero Pleasure has retailed 1,46,404 units in FY2017 while it was 1,83,839 units in 2016.
^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

10th Position:-110cc Aviator

^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ 110cc Aviator is at No. 10 position.
Aviator has garnered total sales of 108,683 units in FY2017.
*******************************************************************************

Honda’s Strategy for Growth in the future:-

******************************************************************************* To boost sales the company is adding 800 new touch-points to its network which will cross the 5,300 mark by March 2017.
Target is to sell 54 lacs plus scooters in the next year.
*******************************************************************************

SPECIFICATION:-

******************************************************************************* Manufacturer Honda Motorcycle and Scooter India
Honda de México
Parent company HMSI
Production 2001–
Engine 125 cc 4-stroke, single-cylinder, air-cooled, OHC or 109 cc 4-stroke, single-cylinder, air-cooled, OHC Power 7 bhp (5.2 kW) or 8 bhp (5.71 KW) in 2009 model (claimed)
Torque 8.74 Nm (claimed)
Transmission CVT
Suspension Bottom link with spring-loaded hydraulic damper (front), unit swing with spring-loaded hydraulic damper (rear)
Brakes drum, 130mm (front & rear) with CBS (only in 2009 model)
Tires 90/100-10 53J
Wheelbase 1,238 mm
Dimensions L: 1,761 mm
W: 710 mm
H: 1,147 mm
Seat height 765 mm
Fuel capacity 5.75 l or 5.3 l in 2009 model